FLIPKART: MARKETING PROJECT

Marketing Strategy Analysis and Suggestions

Anuraag Hota 1311289

Chetan Sharma 1311292
Gokul M 1311296
Kalpana M 1311302
Shashank Sabesan 1311330
Shubham Agrawal1311334
 Flipkart

ACKNOWLEDGEMENT

The report represents the original work of Group 3 and does not contain any material that has been

taken from any source, except as acknowledged.

We take immense pleasure in thanking Prof. Avinash G Mulky, Indian Institute Of Management,

Bangalore for allowing us to do a project on Flipkart Online Services Pvt. Ltd. and guiding us all

through the project.

We are also thankful to the various respondents of the survey conducted, enabling us in obtaining

valuable information.

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 Flipkart

Contents
Overview ................................................................................................................................................ 3
Segmentation ......................................................................................................................................... 3
Targeting................................................................................................................................................ 6
Positioning ............................................................................................................................................. 6
Branding ................................................................................................................................................ 7
Marketing Mix .................................................................................................................................... 10
Customer Retention & Acquisition ................................................................................................... 13
Marketing Plan and Suggestions ....................................................................................................... 14
References ............................................................................................................................................ 20

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 Flipkart

Overview
Flipkart is Indias largest online retailer, and single-handedly responsible for creating the
culture of online shopping. In terms of annual visitors, revenue, and customer service it is
well ahead of its competitors. However it is facing severe threats huge operational losses,
local competition, and impending entry of the global entry of the global giant Amazon.
In this report we analyse the strategies that has made Flipkart successful until now, and propose
solutions for the major challenges that it faces.

Segmentationi
Geography
India has nearly 74 million Internet users and is the third largest internet population. The top 8
cities (Delhi, Mumbai, Bangalore, Chennai, Hyderabad, Pune, Kolkata, and Ahmedabad) in
India contribute 45-60 per cent of the total e-Commerce business and with the emerging cities
contributing the rest. Customers in Tier-I cities had good quality internet connection and easy
access to Flipkart.

In the meanwhile, the access to internet has been rapidly growing in the Tier-II and Tier-III
cities has been growing rapidly. The major factor is the increase in online penetration due to
access to smartphones and tablets.

Demographics
Three-fourths of Indias online population is younger than 35 years, making India one of the
youngest online populations. Men younger than 35 years and women between 35 and 44 years
of age for the major chunk of the netizens.

Demographics - Online users

25

20
User Percentage

15

10 Male
Female
5

0
15-24 yrs 25-34 yrs 35-44 yrs 45-54 yrs 55+
Age

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 Flipkart

Age Income, Method of Profile

Payment
Interested but lesser income
15-24 Low/No Income Cash on Delivery is the preferred option
( 8 out of 10 transactions are COD)
Shop online regularly
25-44 Moderate-High Income Use Debit/Credit card or avail Cash on
Delivery depending on convenience

Behavioural
The table below describes the profile of the various categories of customers for each
behavioural parameter.

Behaviour Category Profile

Direct Well informed about Flipkart
Method of Access
Indirect Connected to Flipkart through Social media
Regular No specific time for purchase
Time of Access Occasion Weekend shopping, festival shopping
Active Current active online shopper

User Status Late entrants Customers recently introduced to online

shopping
Loyal Customer returning for repurchase
Shopping behaviour Variety Seeking Switch between websites

Psychographics
1. Lifestyle:

Gen X has been introduced to technology late in their life. They usually fall in the age group
of 40 years or above and are still trying to adapt to the rapid change in technology. They are
either unaware about the e-commerce sector or have inhibitions about online shopping. This is
because of various factors such as lack of trust, lack of a feel factor, the products offered online
not essential for them etc.

The Generation next or more popularly known as the Gen Y has grown up in an era where
technology is at its best. They are more open minded about online shopping as it offers
convenience, wide range, better shopping experience and comparatively lower prices.
2. Personality:

Technologically stagnated: They are either incapable of adjusting to the technology or are
hesitant to come out of their comfort zone and use the latest technology. Hence, the majority
of them are usually unaware in online retail.

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Traditional Shoppers: These people are well aware of online shopping but still prefer the
traditional brick and mortar way of shopping. They are used to the touch and feel experience
of shopping and unwilling to change their behaviour.

Switchers: They dont have any preferred method of shopping. Their choice is usually based
on price and convenience. In general, they are not loyal to a particular brand and are therefore
unpredictable.

Technology adopters: These are the people who are extensive internet users. Their decision
making is dictated by parameters like brand loyalty, prices, customer service quality etc.

Segmentation plot
The plot below displays the segmentation of Flipkart customers based on two parameters
namely usage rate and loyalty.

The plot below displays the segmentation of based on two other parameters namely Comfort
with online shopping and ease of access to internet.

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Targeting

Initially, Flipkart targets Tier-I cities such as Mumbai, Bangalore etc. and major Tier-II cities
like Pune, Ahmedabad etc because they offered the best business potential. Moreover the
locations were easy to service as these had good infrastructure making delivery easier and huge
net-savvy population that was willing to indulge in online shopping. Also, there are less
instances of cash on delivery frauds in these cities. Owing to large population and good
infrastructure, serving customers in the main cities was economics-wise sensible.

Meanwhile, the access to internet has been rapidly growing in the Tier-II and Tier-III cities is
these cities contribute to nearly 50% of the new subscribers. In fact, Flipkart developed its own
logistics operations to save on the courier commission charges to these cities. The major growth
factor is the increase in online penetration due to access to smartphones and tablets. Moreover,
online shopping fills the void created by the unavailability of major brands in these locations.

In terms of age, Flipkart initially targeted the economically active 20-44 group. This group
preferred the convenience that Flipkart offered. Customer retention in this group is also quite
difficult as they usually have lesser brand loyalty.

Positioning
The companys brand positioning can be analysed with the help of two primary factors
affecting the image of an e-commerce company:

Product Range: Wide range vs. Niche Category

Breadth of service offerings: Discounts, COD, delivery service, return policy, warranty
service, etc.

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The two attributes have been analysed on the basis of consumer rating of the two parameter-
product range and breadth of services, and standardization of attributes through averages and
deviationsii. As is evident from the graph, Flipkart is well positioned on these two parameters
when compared to competitors.

Jabong and Myntra have been perceived primarily as apparel sellers. In terms of range, only
eBay fared better than Flipkart.

It can be concluded that Flipkart which had positioned itself as book seller has largely been
successful in repositioning itself as an online megastore.

Branding
The branding strategy through the years can be analysed through the following:

The initial logo was , and then changed to .

Memorable: The name is short and hence easily memorable. The tagline The Online
Megastore is also short and conveys what the companys mission crisply.

Meaningful: Flipkart comes from the sentence flip into the kart which signifies easy
shopping.

Likable: The word kart generates strong imagery of shopping. In the new logo, the kart
that precedes f also is a resemblance of the physical shopping cart.

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 Flipkart

Transferable: The logo is highly transferable. The new logo has an emblem of shopping
cart. So Flipkart can easily extend its product categories and sell it under the same website.

Adaptable: The logo is highly adaptable as it can be used across categories as well as
countries without any changes.

Protectable: The name Flipkart has been copyrighted but the work kart is now
extensively used. Sites such as Lenskart, Bagskart are deriving brand equity from Flipkart.
This creates a problem as many consumer perceive those sites are subsidiaries of Flipkart
but in general they are not.
The company has rebranded itself over the years:

The ultimate book seller: Initially Flipkart positioned itself as the ultimate book-seller
with over 10 million books in its portfolio. Books were available just a click away.

Creating category need: As Flipkart tried to expand it faced certain challenges.

Customers had apprehensions about spending money online. It introduced the facility
of cash on delivery. It created a category need for online shopping, a transformational
shift from other shopping avenues.

30 Day Replacement Guarantee

Cash on Delivery
Original Products, Original Warranty
Best Prices

Brand awareness: Along with creating a category need, the TV ad focused on

generating awareness about the brand. These ads focused on the core services that
Flipkart offered at the time, which made it attractive to consumers. But as competitors
started to catch up with these features, these ads were working more in educating
consumers about the category itself, rather than adding value to Flipkart.

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Brand attitude: The Company made a strategic shift from the brand association of
online book store to online megastore. This is understood from the following ads where
it is targeting the apparel market: Fashion has a new address and The flipkart fashion
sale is here 2013 campaign.

An ad launched in August 2013 focuses on changing the brand attitude altogether,

reinforcing brand recall and building brand loyalty. An attempt to build loyalty can
also be seen by way of associating a famous TV news-anchor and his characteristic
final verdict and India wants to know to establish an image that Flipkart is the best
in the e-commerce market.

Communication Strategy
From 2007-10, the company did not focus on advertisements to promote, rather the
brand got famous through word of mouth.

For the past 3 years the strategy has shifted to media publicity, and online video
promotion. The company advertises on electronic media, and even more than that
promotes itself online in order to generate impressions, views, and shares on social
networking websites, YouTube, and others. This is important because the company
targets potential customers online directly.

In other words, according to hierarchy of effects model, the company is trying to woo
consumers who have interest and desire for online shopping, while at the same time
trying to ensure that purchase action benefit goes to Flipkart. However, as of now this
has been particularly difficult because of low switching costs.

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The creative strategy of transformational appeal has worked out well through the
initial advertisements showcasing that shopping at Flipkart is childs play through the
No kidding, No worries. In addition the informational appeal of Flipkart is evident
through the subsequent ads of Shopping ka naya address and Fashion has a new
address where Flipkart is trying to send across the message that they have a wide range
of products and establish itself in the apparel sector.

Brand Personality

Sincerety

Excitement

Competence

Sophistication

Ruggedness

If Flipkart were to be a person, the personalities we can associate with it are excitement and
majorly competence. For the first time users the discounts, the product range etc. offered result
in excitement and possible return to the site. The customer service, excellent delivery options,
modes of payment etc. shows its competency in the field.

Marketing Mix

Product
Range In its early years, Flipkart focused on books and then expanded to a wide variety of
other products like laptops, cameras, bags, apparel, watches, footwear etc. It has 11 million
book titles on offer, with rare titles also available which is a big differentiator compared to
brick and mortar book stores.

Website - The website of Flipkart is the primary point of contact for customers who avail the
service. The interface is clean, easy to use and loads quickly. They also offer a lite version
for consumers with slower internet speeds, which results in a better user experience compared
to other e-commerce websites with their jazzy interfaces. The interface has also added a voice
search recently to enhance ease of use. The recommendations that appear when a user searches
for a product are relevant.

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Cash-on-Delivery, EMI, Return Policy The COD service introduced by Flipkart has
brought about a revolution in the Indian e-commerce sector. The services like a 30-day return
policy, easy EMIs have helped bring about a change in customer attitude about buying online
rather than from brick-and-mortar shops.

Payment Interface Recently, Flipkart has launched its own payment gateway, PayZippy and
moved away from generic services like CCAvenue. In the long term, this service will add to
the bottom line of Flipkart, with plans to partner 2000 participants by the end of 2014. This is
also expected to reduce transaction time, increase security measures and offer customized
services for consumers like saving credit card details for future purchasesiii.
Logistics Flipkarts delivery services are highly rated in the e-commerce sector, with most
consumers receiving the product before the promised time. It has recently spun off a new entity,
eKart logistics which was previously Flipkart Logistics. The intent is to market logistics
services to other e-commerce retailers. Their reverse logistics services are undergoing
transformation.

Price
In the e-commerce sector, with many competitors and consumers having very little loyalty,
price is the major factor on which consumers decide the platform to buy the product from.

For Flipkart, the major component of the cost is the supply chain management. With more than
60% of their delivery happening through their own network, Flipkart is trying to optimize these
costs. The other component is the man power and time spent in handling each order with
processes like packaging, route planning and invoicing. These costs determine the operating
margin, based on which prices will be set.

Flipkart adopts a strategic pricing model, whereby they give higher discounts on certain
product categories to capture greater market share and to grab the attention of the consumers.
In the books section, Flipkart has the lowest prices across the board. In the other sectors, there
is no clear leader in terms of lowest prices with most players adopting a strategy similar to
Flipkart. For instance, Snapdeal & eBay are perceived to be the best price buys in electronics
and Myntra & Jabong in apparel. In this case, Flipkart is trying to muscle into the apparel
section by giving higher price discounts.
Shipping charges are another factor which affect online shopping. 70% of the books on Flipkart
are priced below the minimum price for free delivery. The shipping charges then incurred offset
some of the value offered by discounts.

Place
Flipkart operates in the online domain and hence is involved in direct marketing. In the case
where it is connecting merchants to consumers, through the market place model, it is the one
level in the distribution channel. When an order is placed, the order is served either from their

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inventory or it is procured from a supplier and then delivered. Orders from major cities are
delivered in 2-3 days and other areas where standard courier services are not available, it takes
1-2 weeks and sent through Indian Postal Services. Their warehouses are located in major
cities, and near the airports to ensure speedy delivery.

Promotion
Flipkart uses discounts as the primary means of promotion. Apart from this, the Flipkart
Affiliate program is another idea that Flipkart employs. This entails directing people from a
particular website to Flipkart by posting links to Flipkart on that website and compensating the
owner of the website on a pay-per-click basis.

Through the years, Flipkart has developed its advertising strategy. From 2007-2010, they relied
on word of mouth advertising as costs were not affordable. Gradually they moved to print ads
and finally television advertising. Their television campaigns like No Kidding, No Worries
have been received well by consumers and are memorable.

People
Customer Service is the key differentiator of Flipkart. They have achieved this quality by hiring
the right people, training them and ensuring that the service is consistent across time. They are
one of the few e-commerce players with a true 24x7 availability. On the technology and
innovation side, Flipkart consistently hires the top talent across colleges in India to maintain
technical competence.

Process
With online retailing, processes are very important as a lot of the consumer interaction is with
the system and involves little human intervention. The processes need to be consistent and
reliable to ensure a quality user experience. Flipkart has evolved these processes over the years,
and has reliable site up-time (very few outages), a consistent interface for customer service,
and a tracking system for customers to check the status of their orders and secure payment
systems. The process of reverse logistics is one process the entire e-commerce industry is trying
to optimize, and Flipkart has also introduced frequent changes in this regards.

Physical Evidence
Since the primary channel is virtual, tangible evidence about quality of products is difficult to
communicate. This is evident from the fact that consumers are still not comfortable buying
high priced goods without the assurance of physical evidence. Flipkart is trying to instil
confidence by secure and consistent packaging, on-time delivery by delivery boys wearing
ekart uniforms and a consistent and reliable customer service.

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 Flipkart

The radar graph below represents the performance of Flipkart on each of these parameters
based on our analysis.

Key Takeaways
1. In the e-commerce sector, price is the major competitive factor from the consumer
perspective. Flipkart gives the best prices in certain sectors and is trying to enter new
sectors dominated by other players by offering low prices.
2. Their people are a strength as customer service and their technical competence are a
big contributor to their success.
3. The founders have focused their efforts on improving customer service and increasing
the efficiency of the processes with growth in volumes as the main motivator rather
than profits.

Customer Retention & Acquisition

In the highly competitive online retail market, Flipkart enjoys a good customer retention rate
with 70% repeat purchases coming from their 15 lakh strong customer base. However, given
the volumes of sales these represent only a small portion of the purchases made by a consumer
online. As mentioned, price is the primary factor which swings the consumers decision.
However, Flipkarts customer service works in its favour as customers who experience it once
tend to come back and develop a sense of trust over time. But at the same time, in this sector if
a customer is unhappy with the service, the customers negative reviews on the social media
leads to a dip in the reputation of the firm. To address user complaints, Flipkart responds to
these issues on social media platforms like Twitter and Facebook. This helps them in not only
salvaging their reputation but also creating a positive customer perception.
The cost of customer acquisition is very high in this sector compared to the revenues generated
by sales. The estimated costs of acquisition range from Rs.800 to Rs.1500 and these include
advertising and search engine optimization expenses. Flipkart is doing better than competition,
and seems to have a pulse of the consumer as it has cut the cost of customer acquisition from

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Rs.1400 in 2011 to Rs.400 in 2012. But considering that the average cost of a book is Rs.300,
this cost is still high and is adding to the losses. In order to turn profits, Flipkart then needs a
consumer to transact 3 to 4 times to recover these costs, which is a difficult proposition in the
e-commerce sectoriv.

Marketing Plan and Suggestions

Flipkarts strategy is based on the principle that Customer is kingv and customer satisfaction
is of prime importance and everything else is secondary. While this principle is noble, Flipkart
also has to start making profits for surviving in the long run. Some of the strategies proposed
are:

1. Displaying Advertisements on its website

Flipkart is the 11th most visited websitevi in India. Flipkart can increase its revenue by
displaying third-party advertisements on its website. Flipkart can use its strengths to create a
viable advertising strategy. Infact, relevant ads can be posted on each webpage so that the
customer sees a particular value in that ad. For instance, on the page that sells electronics items,
related ads like electronics service centers and repair shops in the customers locality would be
displayed.

Estimated revenue from Advertising:

Cost-per-click is the widely used advertising model by the online companies. Advertisers pay
the website for every click the user makes on their ad. Google and Facebook are the biggest
proponents of this cost-per-click model. On an averagevii, advertisers pay Google Rs.35 per
click and Facebook Rs.10 per click. Flipkart being a smaller site in comparison with Google
and Facebook, should charge a more conservative cost of around Rs.5 per click.

Click-through rate is defined as the number of clicks on an ad on a website as a percentage of

the number of times the website is visited on a day. Based on various estimates, click through
rate for a website is usually in the range of 2% to 3% depending on the type of ad, type of
website, user interests etc. The average click-through rate in India last year was 2.5%viii. The
table below gives the estimated revenue from ads for various click-through rates.

Average no. of Daily

Click No. of
daily page revenue
through clicks per Yearly revenue
views for (Rs.5 * no. of
rate day
Flipkartix clicks)

2% 90 lakh 1,80,000 Rs.9,00,000 Rs.32.85 crore

2.50% 90 lakh 2,25,000 Rs.11,250,000 Rs.41.1 crore

3% 90 lakh 2,70,000 Rs.13,50,000 Rs.49.275 crore

Even on a conservative estimate, Flipkart would earn an additional Rs.33 crore in annual
revenue.

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2. Business tie-ups with companies

Flipkart should tie up with companies and provide a mechanism whereby they help the
companies sell their products on Flipkarts platform. The strategy is designed in such a way
that it is a win-win situation for Flipkart and for the companies.

The core features of the proposed tie-up plan are:

Flipkart would offer a domain name (for instance, abc-company.flipkart.com) to the
partner company whose link would be listed on the Flipkart website.
The webpage would be similar to that of Flipkarts website design. Customers would
be able to purchase the products listed on this website just like any other product on
Flipkart.
The product would be provided by the company and Flipkart would be responsible for
its delivery. The transportation charges would be borne by the company and Flipkart
would charge a small percentage of the sales as a commission.

Benefits for Flipkart:

An additional source of revenue for Flipkart. It would be able to leverage its brand name
for a new business opportunity.
Flipkart does not incur any additional expense. The transportation costs are borne by
the seller. Moreover, Flipkart does not incur any costs on inventory/warehousing since
the product is held by the seller.
This scheme virtually opens up a lot of opportunities as Flipkart could now sell a huge
range of products on its platform. Since the product range increases, the number of
customers would increase and revenues would increase.

Benefits for the company:

Instead of a local market, the company would now have a national market that Flipkart
provides.
The company incurs only minor additional expenses. Transportation charges would not
be an issue because even before tying up with Flipkart, companies usually pass on the
transportation charges to customer. The company would incur only the commission
charges but these would be worth spending considering the market that Flipkart would
offer them.
Target companies:
The ideal companies for tying up are those that are small to mid-size in nature which do not
have a localized clientele. They would not have the capacity to operate on a large scale. These
kind of companies would definitely have to rely on Flipkart.

Some of the suggestions are:

Art galleries
Music instruments shops
Antique sellers
Original sports merchandise sellers
Handicraft manufacturers

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The initial target companies for Flipkart would be the ones selling high-margin niche products.
Since the margins for the above industries are high, the commissions would also be high. In
the long term Flipkart should extend this tie-ups not just to other product categories but also to
wholesalers.

3. Flip Vid
Flip Vid is a new service that would provide customers video-on-demand. The videos would
include movies, TV serials, theatre plays, sports, stage performances etc. This service has
already been provided by Netflix and Amazon in the American markets but is untested on a
commercial scale in India. The market has a huge potential in India because nearly 25,000
moviesx have released in India since independence.
The various steps involved in the providing this service are below:

Flipkart would first secure licences from the owners of videos who would include
movie studios, movie producers, distributors, TV channels, individuals etc.

A separate portal would be created on the Flipkart website which would contain the
entire collection of Flipkart movies.

Subscribers would be given a Flipkart video account. They can login to their account
and access any movie from the entire movie library. The only requirements are an
internet enabled device that could be a computer, tablet, Smart TV.

The user accounts would be configured in such a way that one account can be accessed
from a maximum of four different devices. This approach is already used by Netflix
and Amazon. This ensures that the user does not misuse Flipkarts products by creating
a single account and sharing it with a lots of people.
A survey floated to gauge the interest level interest in the service gave the following results:

Cost Benefit Analysis:

The strategy would be to buy digital movie rights of movies in Hindi and also in all major
regional languages. Flipkart should follow a strategy of starting with a limited number of titles
(around 500 titles) and increase the movie portfolio gradually over a period of few years. This
is because movie licensing involves capital investments.

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Flipkart should target the movies that released at least 5 years ago (for instance, classics)
because the movie rights are not only cheap but also are not easily available for the customer.
Even if they are available in DVD format in shops, the shopping experience for customers are
not usually pleasant as they are forced to travel and physically search for movies from a huge
cataloguexi. Flipkart would provide an in-home hassle-free video watching experience.

In the long run, Flipkart should have a catalogue of about 10,000 movies. Considering a licence
fee of Rs.5 lakh per moviexii (price arrived on the basis of the amount spent by MoserBaer
when it purchased DVD rights) Flipkart would be spending Rs.500 crore on this investment.
Flipkart would be able to derive its revenue in primarily two different pricing strategies:

A membership fee of Rs.1500 per annum that gives access to view the entire Flipkart
library. The figure has been arrived on the basis of charges (Rs.1799 per annum) levied
by the main rival BigFlixxiii.

For customers who are not interested in the membership scheme, a one-time charge (in
the range of Rs.40 to Rs.99) can be levied for watching a video.

4. Flipkart PREMIUM scheme:

Even though Flipkart ranks among the best in customer service, the switching costs for
customers are zero in this sector. Flipkart premium scheme is aimed at countering this issue
and increasing the customer retention rate. The programme proposes to give customers added
values and benefits for a nominal subscription fee.
Salient features of the scheme
An annual membership fee of Rs.500 for a customer to be member of this program.
A waiver/refund of the annual membership fee for a purchase not lesser than Rs.20000.
Free shipping on all the products available on Flipkart.
Delivery on almost all the products within three days of placing the order.
Reward points (which can be redeemed against purchases) of '1x' for every '100x' spent.
Access to view 5 videos on Flipkart videos.

Key Takeaways of the scheme:

The main aim of this scheme is not to make a profit on the membership fees but to make the
customers feel valued, retain them and increase their spending on Flipkart. The membership
fee creates a switching barrier for the customer but at the same time provides customers with
many tangible and intangible benefits. Since the fee is also nominal, the customer is likely to
show interest in the scheme. This was evident from the favourable response received in the
online surveyxiv as a good chunk of respondents showed wanted to subscribe to Flipkart
Premium.

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 Flipkart

India currently has close to 10 million online shoppersxv and an online shopper on an average
spends Rs.10000 per yearxvi. To incentivize the customer into spending further and on spending
at Flipkart a waiver/refund of the membership fee has been proposed for a purchase of not
lesser than Rs.20000.

5. Flippy- Flipkarts all new marketing strategy

The marketing strategy of Flipkart, though innovative and successful, until this point has
concentrated majorly on the Points of Parity of Flipkart with its competitors. Its ads stress on
Product range, Cash on Delivery, 30-day free return- features that almost every other
competitor provides. In essence, Flipkarts advertising is doing a social service for its
competitors. Flipkart tries so hard to bring a customer to the online shopping forum but in the
end the customer switch to other sites for reasons like lower price, discounts, offer coupons
etc.

The marketing strategy we propose for Flipkart is that it should create a Brand need for the
customer. The ads and promos would concentrate on Why Flipkart? rather than Why Online
Shopping?. Hence we propose to introduce a mascot for Flipkart called Flippy.

Flippy

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 Flipkart

Flippy would be associated on every occasion a customer comes in contact with Flipkart. When
a customer searches for a product online, instead of the statement Search for products here,
the statement Flip for it would be displayed on the textbox.

The Track your Order would be renamed as Flippy Tracker and the delivery person would
be called Flipper.

The idea of the strategy is to give a unique Brand association with Flipkart. Flippy would
be a concept that is owned completely by Flipkart and only by Flipkart. The tagline for buying
on Flipkart would be Lets flip it. The idea is such that a customer instead of saying, I bought
this product online, he should say I flipped it.

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 Flipkart

References
i
http://www.exchange4media.com/52467_india-internet-users-set-to-hit-151-mn-by-next-year.html
http://www.nextbigwhat.com/snapdeal-product-business-297/
http://www.mckinsey.com/locations/india/mckinseyonindia/pdf/Executive_Summary_Online_and_upcoming
_The_Internet_impact_on_India.pdf
http://techcircle.vccircle.com/2013/08/26/india-added-17-6m-internet-users-last-year-becomes-worlds-third-
largest-internet-population/
http://pitchonnet.com/blog/2013/07/18/e-commerce-players-look-towards-tier-ii-and-iii-cities-to-generate-
revenue/
http://articles.economictimes.indiatimes.com/2012-03-13/news/31159922_1_online-retailers-online-
transactions-cash
ii
https://docs.google.com/forms/d/1cHcxQQvFOOJ4pOGKqDb4v4N_vQTD9aBOQFhi64i-NXY/viewform
iii
http://www.thehindubusinessline.com/industry-and-economy/info-tech/flipkart-launches-online-payment-
solution/article4876834.ece
iv
http://businesstoday.intoday.in/story/online-retailers-india-struggle/1/24172.html
v
http://www.youtube.com/watch?v=9tWmeLTNS_I
vi
http://www.alexa.com/siteinfo/flipkart.com
vii
http://trak.in/tags/business/2011/11/16/average-online-advertising-rates-global/
viii
http://www.smartinsights.com/internet-advertising/internet-advertising-analytics/display-advertising-
clickthrough-rates/
ix
http://www.statscrop.com/www/flipkart.com
x
http://articles.timesofindia.indiatimes.com/2007-07-02/india-business/27987498_1_moser-baer-titles-
harish-dayani
xi
Based on exploratory interview with a few respondents.
xii
http://articles.timesofindia.indiatimes.com/2007-07-02/india-business/27987498_1_moser-baer-titles-
harish-dayani
xiii
http://bigflix.com/package-list
xiv
https://docs.google.com/forms/d/1wwAChmxViOJPu_r3jie2dszL4w3W1Vudpe3C3-mohYk/viewform
xv
http://en.wikipedia.org/wiki/E-commerce_in_India
xvi
http://www.indiadigitalreview.com/news/ecommerce-market-may-touch-rs-62-967-cr-2013-iamai

20